The process of strategic work modeling:

The process of strategic work modeling: Organizational Dynamics (2018) 47, 17—24 Available online at www.sciencedirect.com ScienceDirect jo u rn al h om ep ag e: ww w.els evier.c o m/lo c ate/o rg d yn Drawing clear connections between organization strat- egy and human resource management practices Mark Podolsky insight into the connections between their firm’s strategy, HR EXECUTIVE SUMMARY and management practices, and employee attitudes, beha- viors, and outcomes. Aligningemployee attitudesandbehaviors with organizational strategyremainsanelusivegoalformanyfirms.Thisproblemis compounded by the difficulty in measuring the impact that THE STRATEGIC ROLE OF HRM management efforts have on forging alignment between employee attitudes, behaviors, and strategic outcomes. Strategic HR systems are generally accepted to be embedded Research demonstrates that HR practices impact bottom-line in the specific context of the firm, but scholars are uncertain performance through best practice implementations and by as to the mechanisms through which HR systems evolve with aligning bundles of HR practices with general management the firm’s strategy. The ability to measure the success or objectives such as a focus on employee empowerment, moti- effectiveness of the HR system is severely constrained when vation, or job skills. However, in order to be strategic, HR these mechanisms are not clear. The purpose of this paper is practices http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Organizational Dynamics Elsevier

The process of strategic work modeling:

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Publisher
Elsevier
Copyright
Copyright © 2017 Elsevier Inc.
ISSN
0090-2616
D.O.I.
10.1016/j.orgdyn.2017.07.001
Publisher site
See Article on Publisher Site

Abstract

Organizational Dynamics (2018) 47, 17—24 Available online at www.sciencedirect.com ScienceDirect jo u rn al h om ep ag e: ww w.els evier.c o m/lo c ate/o rg d yn Drawing clear connections between organization strat- egy and human resource management practices Mark Podolsky insight into the connections between their firm’s strategy, HR EXECUTIVE SUMMARY and management practices, and employee attitudes, beha- viors, and outcomes. Aligningemployee attitudesandbehaviors with organizational strategyremainsanelusivegoalformanyfirms.Thisproblemis compounded by the difficulty in measuring the impact that THE STRATEGIC ROLE OF HRM management efforts have on forging alignment between employee attitudes, behaviors, and strategic outcomes. Strategic HR systems are generally accepted to be embedded Research demonstrates that HR practices impact bottom-line in the specific context of the firm, but scholars are uncertain performance through best practice implementations and by as to the mechanisms through which HR systems evolve with aligning bundles of HR practices with general management the firm’s strategy. The ability to measure the success or objectives such as a focus on employee empowerment, moti- effectiveness of the HR system is severely constrained when vation, or job skills. However, in order to be strategic, HR these mechanisms are not clear. The purpose of this paper is practices

Journal

Organizational DynamicsElsevier

Published: Jan 1, 2018

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